Managing Corporate Social Responsibility E-Book

W. Timothy Coombs

• Herausgeber: John Wiley & Sons
• Kategorie: Geisteswissenschaft
• Sprache: Englisch

Seitenzahl: 314

Veröffentlichungsjahr: 2011

Beschreibung

Managing Corporate Social Responsibility offers a strategic, communication-centred approach to integrating CSR into organizations. Drawing from a variety of disciplines and written in a highly accessible style, the book guides readers in a focused progression providing the key points they need to successfully navigate the benefits and implications of managing CSR.

• Chapters are organized around a process model for CSR that outlines steps for researching, developing, implementing, and evaluating CSR initiatives
• Emphasizes stakeholder engagement as a foundation throughout the CSR Process Model
• Discusses ways to maximize the use of social media and traditional media throughout the process
• Offers international examples drawn from a variety of industries including: The Forest Stewardship Council, Starbucks Coffee, and IKEA.
• Draws upon theories grounded in various disciplines, including public relations, marketing, media, communication, and business

Leseprobe

Table of Contents

Cover

Title page

Copyright page

Dedication

Acknowledgments

1 Conceptualizing Corporate Social Responsibility

Corporate Social Responsibility: Seeking Parameters

Benefits and Costs of CSR

Winning and Sustaining Support for CSR

Other Conceptual Questions about CSR

Conclusion

2 Strategic CSR

Characteristics of the Corporation

Stakeholder Expectations and the Importance of Organizational Identification

Reputational Benefits of CSR

Perceived Motives for CSR Initiatives

General Strategic Guidance: Approaching the CSR Process as Change Management

The CSR Process Model: A Brief Preview

3 CSR Scanning and Monitoring

Issues Management

Scanning and CSR

Monitoring and CSR

Scanning and Monitoring in Concert

Stakeholder Engagement’s Role in Scanning and Monitoring

Conclusion and Critical Questions

4 Formative Research

Researching Stakeholder Expectations for CSR

The Counterbalance: Corporate Concerns

Conclusion and Critical Questions

5 Create the CSR Initiative

Selecting the CSR Initiatives: Appreciating the Contestable Nature of CSR

Differing CSR Expectations among Stakeholders

What Constitutes CSR?

The “Right Amount” of CSR

When Employees Challenge CSR: Considering Internal Stakeholders

Preparing for Negative Stakeholder Reactions: Message Mapping

Developing CSR Objectives

Conclusion and Critical Questions

6 Communicate the CSR Initiative

CSR Promotional Communication Dilemma

Communication Channels for CSR Messaging

The Overall CSR Promotional Communication Strategy

Conclusion and Critical Questions

7 Evaluation and Feedback

Evaluation

Stakeholder Engagement in the Evaluation Process

Feedback

Conclusion and Critical Questions

8 CSR Issues

Overarching Concerns for CSR Initiatives

Responsibility for CSR Initiatives

Limitations from Industry, Culture, and Law

Parting Thoughts

References

Index

Download CD/DVD content

This edition first published 2012

© 2012 W. Timothy Coombs and Sherry J. Holladay

Blackwell Publishing was acquired by John Wiley & Sons in February 2007. Blackwell’s publishing program has been merged with Wiley’s global Scientific, Technical, and Medical business to form Wiley-Blackwell.

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Library of Congress Cataloging-in-Publication Data

Coombs, W. Timothy.

 Managing corporate social responsibility : a communication approach / W. Timothy Coombs, Sherry J. Holladay.

p. cm.

Includes bibliographical references and index.

 ISBN 978-1-4443-3629-0 (hardback) – ISBN 978-1-4443-3645-0 (paperback)

 1. Social responsibility of business. 2. Business communication. I. Holladay, Sherry J. II. Title.

 HD60.C6347 2011

 658.4'08–dc23

2011017060

A catalogue record for this book is available from the British Library.

This book is published in the following electronic formats: ePDFs 9781118106655; Wiley Online Library 9781118106686; ePub 9781118106662; Kindle 9781118106679

We dedicate this book to Jeanne, Tom, and Dorothy.

Acknowledgments

Many individuals supported us along the way to make this text a reality, and to all we are very grateful. Most importantly, we thank Elizabeth Swayze, our editor at Wiley-Blackwell, for continuing to be an enthusiastic and responsive advocate for our work. This text, along with our previous publications with Wiley-Blackwell, has benefited from Elizabeth’s encouragement and judicious feedback. Elizabeth’s guidance has enabled us to pursue projects that are important to our discipline, accessible to our readers, and often enable us to push the boundaries of the status quo.

We owe thanks to our production team who worked hard to get our manuscript into shape. Matthew Brown ably supervised the process and amazingly kept everyone on a tight schedule. We acknowledge Dave Nash, who worked with permissions and images to secure visual elements we believed would enhance the book. Dave persistently sought permissions from often reluctant (and sometimes completely uncooperative) sources. We also thank Cheryl Adam, our copy-editor. Cheryl’s competence undoubtedly makes us look better and adds to our readers’ experiences with the material in our book.

We also thank the scholars who reviewed the early version of the manuscript and offered suggestions that enhanced the book.

W. Timothy Coombs

Sherry J. Holladay

University of Central Florida, Orlando

1

Conceptualizing Corporate Social Responsibility

Home Depot, the world’s largest home improvement retailer, operates in the US, Canada, Mexico, and China. Home Depot supports “Team Depot,” a volunteer program led by store associates that participates in community programs.

Courtesy of Volunteer Canada

Apartheid is an historical artifact for many people reading this book rather than a current issue or reality. Apartheid was a severe, state-sanctioned racial segregation practiced in South Africa and what was then called Rhodesia (now Zimbabwe). A white minority used apartheid to oppress the indigenous black populations. In the 1970s, Dr. Leon Howard Sullivan, a US minister, plotted a corrective course of action that became known as the Sullivan Principles. The Sullivan Principles were designed to help end apartheid in South Africa by placing requirements on US corporations wanting to conduct business in South Africa. Box 1.1 lists the final seven points to the Sullivan Principles (Leon H. Sullivan Foundation, n.d.). The Sullivan Principles, along with the divestment campaign of the 1980s, did exert some pressure on the South African government. The divestment campaign worked in tandem with the Sullivan Principles. Investors were asked to divest (remove investments) from any US companies that did not adopt the Sullivan Principles. College campuses were a hotbed of activity for divestment pressures in the 1980s. Campus protests brought attention to the issue and pressured universities to cease investing in corporations doing business in South Africa. While the Sullivan Principles alone precipitated very little change, the divestment campaign is credited with having a significant effect on eradicating apartheid in South Africa.

Box 1.1 The Sullivan Principles

1. Non-segregation of the races in all eating, comfort, and work facilities.

2. Equal and fair employment practices for all employees.

3. Equal pay for all employees doing equal or comparable work for the same period of time.

4. Initiation of and development of training programs that will prepare, in substantial numbers, blacks and other nonwhites for supervisory, administrative, clerical, and technical jobs.

5. Increasing the number of blacks and other nonwhites in management and supervisory positions.